|
|
Out of The Crisis (Paperback)
by W. Edwards Deming
| Category:
Quality management, Productivity improvement, Management |
| Market price: ¥ 338.00
MSL price:
¥ 298.00
[ Shop incentives ]
|
| Stock:
Pre-order item, lead time 3-7 weeks upon payment [ COD term does not apply to pre-order items ] |
MSL rating:
 Good for Gifts |
| MSL Pointer Review:
The # 1 recommendation on the Deming Quality Principles and TQM practices. |
| If you want us to help you with the right titles you're looking for, or to make reading recommendations based on your needs, please contact our consultants. |
Detail |
Author |
Description |
Excerpt |
Reviews |
|
|
|
Author: W. Edwards Deming
Publisher: The MIT Press
Pub. in: August, 2000
ISBN: 0262541157
Pages: 507
Measurements: 8.5 x 5.4 x 1.1 inches
Origin of product: USA
Order code: BA00369
Other information: ISBN-13: 978-0262541152
|
|
Rate this product:
|
|
- Awards & Credential -
A powerful force in driving quality and productivity, Deming was awarded by President Ronald Reagan the National Medal of Technology in 1987. |
|
- MSL Picks -
It has been well known the Big Three (GM, Ford and Chrysler) have been steadily losing market share to Asian automakers in the US market and the worst thing is that no one can stop this trend in the short run. Ford just brought in a top executive from Boeing, a no-auto hand, in a drastic effort to save the American icon; and a Fortune cover story in early 2006 warned us against the eventual collapse of General Motors. Shocking stuff, you would say.
The other scenario is the steep rise of Samsung as a premium brand and a top manufacturer in the past 10 years. Samsung is today so competitive that in terms of innovation, financial performance and the value of brand equity, it is now outshining Sony, its once master in technology and manufacturing.
In no overwhelming way, the Taiwanese and mainland Chinese companies are also rapidly climbing the quality ladder, and there are doing it so successfully that China has now actually become the factory floor to the world, making most of the world’s computers, cell phones, digital cameras, LCD displays, and household appliances. The result? While American governments and people complain about the millions of American jobs to China, the American trade deficit with China this year is expected to be more than $200 billion.
"Don't blame the Japanese" for the U.S. trade deficit, "we did it to ourselves." If you can still recall Deming’s argument.
Quality improvement explained the stunning performance of Asian automakers compared to their American counterparts. Quality improvement told the story of Samsung’s amazing success over Sony. Quality improvement has been one of the reasons China has emerged as a fiercely global competitor.
Quality is the # 1 core competency of Japanese industry (quality is a natural product of the Japanese business culture of Kaizen, or continuous improvement), and it’s becoming increasingly true with Korea as well. For China, there’s still a long way ahead, Chinese companies have to ramp up their quality further and further so that they can compete more effectively. The rampant “cheap, cheap” corporate culture long plagued the Chinese firms is damaging. In the long run, you can’t compete with price at the expense of quality; you can only win through quality and quality-based marketing. We see a big gap there: the Chinese managers are in dire need of world-class quality management practices. That’s why we decided to bring into China two books about Deming’s quality management principles and we hope our effort will pay off: One is Out of Crisis by W. Edwards Deming, and the other one is Dr. Deming: The American Who Taught the Japanese About Quality by Rafael Aguayo.
Highly recommended to all the university and public libraries in the country.
Target readers:
Executives, managers, entrepreneurs, government leaders, academics, and MBAs.
|
|
- Better with -
Better with
Dr. Deming: The American Who Taught the Japanese About Quality
:
|
|
W. Edwards Deming (1900-1993) was an international consultant in quality and productivity management. In 1987 President Ronald Reagan awarded him the National Medal of Technology.
|
|
From Publisher
"Long-term commitment to new learning and new philosophy is required of any management that seeks transformation. The timid and the fainthearted, and the people that expect quick results, are doomed to disappointment."
According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, he explains the principles of management transformation and how to apply them.
|
| View all 6 comments |
USA Today (MSL quote), USA
<2007-01-01 00:00>
Deming's management philosophies are the driving force behind Japan's economic miracle. |
Tel Nehmad (MSL quote), USA
<2007-01-01 00:00>
Published in 1986, Dr. Deming Out of the Crisis seems to form the basis for the transformation needed in American management mentality. Two main subjects are discussed in the book. The first is the exposure of problems and pitfalls in top management operations, the second, relates suggestions and solutions that can solve and transform the way American management operates. 14 core points are suggested by Dr. Deming to address problems in management and are supported by many examples using different scientific methods.
Throughout the book, Dr. Deming promotes the loss of slogans that are even today being practiced by a share of the American Industry, and advocates management that is based on principles such as quality and leadership. At times, the book is not a continuous process that is easy to follow, but overall, Dr. Deming's concepts are transferred to the reader. Dr. Deming's Out of the Crisis helped me learn new perspectives about how management and employees can help in building or transforming an industry to a successful one. |
Majd (MSL quote), USA
<2007-01-01 00:00>
This book is a true masterpiece written by one of America's under-rated heroes. Dr. Demming was an engineer who led Japan to become the powerhouse that it is in today's world economy. He established certain management techniques and he preached certain attitudes that should be adopted to the work place in order to reach the sort of success that he helped companies such as Honda and Toyota reach today.
Dr. Demming strongly believed that only those companies that focused their entire attention on quality would succeed in today's world. He does not believe that a company should set financial profit ahead of quality. If a company puts their energy and resources into establishing very high quality products, the financial benefits will make its way towards that company. Several decades ago, Toyota was focused on producing low cost cars in hope of attracting a large portion of market sales. When they decided to focus more on quality than price their market sales soared.
Dr. Demming does not only preach about quality but he also gives the readers tools that can be used in the work place to help and achieve the desired level of quality. Certain tools such as inspection methods, training, supplier relationships, and process control are all detailed in this great book.
Even though sometimes the thought process of Dr. Demming might be hard to follow, the lessons learnt in this book are priceless and this book should be in the top drawer of every manger's desk. |
Therosen (MSL quote), USA
<2007-01-01 00:00>
This is a classic in the world of quality assurance. It is fair to call Deming the father, godfather, grandfather and preacher of the quality movement. This book, written in 1986 after he achieved international fame for helping improve quality in Japan, captures the spirit and ideas that spawned a revolution.
The book captures many of the key points in Deming's philosophy:
1) Creating metrics based approaches to management, without falling into a quota system.
2) Differentiating between problems caused by the system and problems outside of the system.
3) Focusing on both doing things correctly, and identifying the right tasks to approach.
4) Introducing a Plan, Do, Check, Act cycle of continuous improvement.
If you look at this list, the book presents a blueprint for many of the so called management revolutions of the subsequent 15 years: Excellence, Re-engineering, Process Management, Systems Thinking. This book really is both a trend setter as well as highly important body of theory. The theory is relevant today, as many management problems today can be addressed by his 14 points of management. (Example: A reliance on inspection is bad - build quality into the process. This is highly relevant to software construction today.)
So are there any knocks?
1) You're left with many imperatives, but sometimes without positive prescriptions. For example: If you don't do annual performance reviews, what do you replace it with to determine who gets promoted?
2) The book can be dry and hard to follow. Sometimes it is written as notes pieced together.
3) Many of the companies that Deming held up as models have fallen on tougher times. It seems that today Quality alone is not enough.
Having said this, it should be required reading for any manager. The theory is good, and the book should spark your thinking.
|
View all 6 comments |
|
|
|
|
